itm slides_compiled 27jan

8/9/2019 ITM Slides_Compiled 27Jan

1/35

Introduction to

Management


2/35

Management GROUP 2

Chew Hong Xian 19559 Choo Jia How 17203 Jeganesvaran a/l Balasundaram 17207 Sasithren a/l ush!!anathan 1""## $oo %ew Jen 1"900

%ogessvaran a/l &e'nesvaran 1719#


3/35

It means understanding that each individual isunique, and recognizing our individual diferences.

These can be along

the dimensions o race, ethnicity, gender, sexualorientation, socio-economic status, age, physical

abilities, religious belie s,

political belie s, or other ideologies.


4/35

epresent a brea! rom equality concepts such as

equal opportunity and a"rmative action.

#Thomas, $%%& ' Thomas and (ly, $%%)*

This concept appeared and gained momentum in

the + in the mid-$% &s.

Important or managersto understand


5/35


6/35


7/35

Increased in Productivity & Creativity

-diferent talents (achieving one goal)

-positive efect on employees (ease, valued,

e uality)

-brings in their !ay o" thin#ing, operating and

solving problems and decision ma#ing


8/35

Better Qua ity !anagement

-e$posure to!ards colleagues

-training together !ith mentors

-synergy in team and enhancing communication

s#ills among each other

-increased in adaptability


9/35

Challenges %hat &anagers Face'n Wor#ing With iverse

opulations

1. Changing Demographics

a. Population and workforce grow slowly since1930s.

b. A erage age of workforce increases.

c. !ess young people enter the labor market.


10/35

d. "inorities makes up a larger share of new

entrants into labor force.

e. #mmigrants represents the largest share ofthe increase in the general population andworkforce "


11/35

$. %thnocentrism & 'ther (egati e Dynamics

a. %thnocentrism . Judge other groups less favorably than our own.

Related dynamics: Prejudice & Stereotype

Prejudice is a preconceived judgment orassumption about a behavior or people.

Stereotype is a ( !ve or ("!ve assessment of apeople or their perceived attributes.


12/35

b. Discrimination . #ct of treating an issue$ person or behavior

unjustly on the basis of stereotypes andprejudices.

%hese negative dynamics cause discomfortand stress for the judged individual.

ormally$ discrimination occurs whenstereotypes affect hiring$ pay or promotionpractices


13/35

c . )okenism & 'ther Challenges

%o'enism refers to being one of the members of your group in the organi ation.

)%o'en* employees are given very high or lowvisibility in the organi ation.

+hallenges facing minorities and women includethe pressure to conform to the organi ation,sculture.


14/35

-inorities are seen as )spo'espeople* who aresubject to high e pectations of their group.

/n general$ ethnocentrism$ prejudices andstereotypes inhibit our ability to accuratelyprocess information.


15/35

3 . (egati e Dynamics and *pecific +roups

a. ,omen 0igh e pectations women would have high

pressure in wor' field.

b. +ender -oles 1omen in organi ations face perceptions

based on what the society believes are

appropriate behaviors for men and women. 2oth genders find their self"e pression

constrained by gender"role stereotyping.


16/35

c . )he +lass Ceiling and *e ual /arassment

# serious form of discrimination affectingwomen is considered as the glass ceiling.

%he glass ceiling refers to an invisible ceilingor barrier to advancement.

/t is always assumed that householdmanagement is the primary responsibility forwomen$ in which this stereotype ma'es abarrier in their job promotion.


17/35

c. )he +lass Ceiling and *e ual /arassment

%he glass ceiling refers to an invisible ceilingor barrier to advancement.

/t is always assumed that householdmanagement is the primary responsibility forwomen$ in which this stereotype ma'es abarrier in their job promotion.

Se ual harassment is unwanted se uallanguage which is another form of

discrimination.


18/35

d. "inorities

+ultural minorities have been sociali ed to bemembers of the cultural groups which is 'nownas bicultural stress.

Role conflict and role overload are commoncharacteristics of bicultural stress.

e. *tereotypes and Pre udices 3in' age with senility$ incompetence and lac'

of worth in labor mar'et.


19/35

#" 'lder ,orkers

4lder wor'ers are valuable component of laborforce.

-anager have to value older wor'ers and treatthem fairly.

g. ,orkers with Disabilities

+ompanies have to ta'e proactive steps toemploy wor'ers with disabilities as productiveemployees.


20/35

*trategies to romote

iversity 'n +rgani ations$ . /udson #nstitute *trategies

a. Stimulate balanced world growth.b. /ncreases productivity in service industries.c. -aintain dynamism of an aging wor'force.

e. /mprove education and s'ills of all wor'ers.f. 5ully integrate wor'ers into the economy.g. Reconcile the conflicting needs of women$ wor'

and families.


21/35

2" % ual %mployment and Affirmati e Action

a. 6esigned to eliminate barriers and increaseopportunities for underutili ed individuals.

b. %o promote diversity and provides opportunitiesfor both women and minority groups.

c. -anagers have to view 78ual 7mployment4pportunity +ommission (774+! as a guidance tobuild organi ation diversity .


22/35

%" 'rgani2ational Commitment

a. /gnoring differences.b. +omplying with e ternal policies.c. 7nforcing e ternal policies.

d. Responding inade8uately.e. /mplementing ade8uate programs.f. %a'ing effective action.


23/35

4. Pluralism

a. 9olden Rule approach 5ocus on individual morality.

b. #ssimilation approach Shaping members to fit the e isting culture.

c. Righting"the"1rong approach #ddress past injustices of a particular group


24/35


25/35

(he )ole o*(he +anager


26/35

(he )ole o*(he +anager

/rganizing0lanning

In1uencing 2ontrolling


27/35

1, lanning


28/35

e.nition /0n action proposed toachieve ob1ectives

)roubleshoot and define areas that can be

impro ed *elect di ersity training programs *et di ersity goals for employees Cooperate with /- to achie e organi2ation goal *et benchmark goals for each year


29/35

2, -rgani.ing


30/35

e.nition / %he process o" establishingorder y uses "or all resources

/a e to work with /- in recruitment hiring

*killfully using organi2ation4s resources %stablish task forces Allow fle ible work arrangement Assign work responsibilities e uitably


31/35

3, n*luen ing


32/35

e.nition / %he process o" guiding theactivities o" members inappropriate directions

%ffecti e leadership style +ood communication skill 5nowledge on moti ating others

6nderstanding of organi2ation4s culture *kill to ensure smooth operation


33/35

, Controlling


34/35

e.nition /

0 set o" activities that ma#esomething happen asp anned

% aluation acti ities are necessary

)o measure outcome ariables of turno er (eed to continually monitor unit4s progress Create effecti e supports "entoring7Pro iding ob8related training


35/35

&anagement evelopment 2iversity %raining

asic )hemes of Di ersity )raining eha ioral awareness

Acknowledgment of biases and stereotypes :ocus on ob performance A oidance of assumptions "odification of policy and procedure manuals

itm slides_compiled 27jan

Documents